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| Criterion |  Decision Making Three-Point Estimation |  Decision Making PERT Estimation |  Product Strategy KPI Tree |  Business Strategy Balanced Scorecard |
|---|---|---|---|---|
Purposedifferent | A single estimate for effort, time, or risk often looks too smooth for the real uncertainty behind it. It separates options, evaluation criteria, and open risks. The result is captured as a Three-Point Estimate, Risk Range, and Assumption Notes. | On complex initiatives, a plain average tends to understate just how uncertain the outcome really is. It separates options, evaluation criteria, and open risks. The result is captured as a PERT Estimate, Expected Value, and Risk Notes. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | Balanced Scorecard translates strategy into a few interconnected perspectives and metrics. It holds impact, steering, and learning together in daily work instead of narrowing strategy down to financial figures. |
Complexitydifferent | Medium | Medium | Medium | High |
Timedifferent | 10-30 min je Item | 15-45 min | 90-180 min initial, dann laufend | Halber Tag bis mehrere Wochen |
Participantsdifferent | 1-8 | 1-8 | 3-8 | 4-12 |
Formatsame | Workshop + async | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Three-Point Estimate, Risk Range, Assumption Notes | PERT Estimate, Expected Value, Risk Notes | KPI Tree, Owner List | Balanced Scorecard, Strategic Measures, Initiative Map |
Tagsno overlap | EstimationUncertaintyForecasting | EstimationUncertaintyRisk | MetricsStrategyAlignmentMeasurement | StrategyMetricsExecution |